21 September 2016, by Zoe Cunningham
The following is an excerpt from my new book, “Galvanizing the Geeks – Tips for Managing Technical People”. You can buy the full book on my website, here.
You need to ensure that there’s a technical career path as well as a management one open to your managees. Many companies nowadays ensure that there’s a path by which their technical people can reach the very top of the company, whether this is via a Technical Advisory Board (favoured by companies such as Thoughtworks and UBS) or by other means.
Creating the technical path and putting people on it isn’t enough. You also need to train people to fill the relevant roles. A common misunderstanding of the technical lead role is to see it as a sort of glorified developer, who gets to tell the other developers what to do. While a progression to project manager is seen as a move to a different role, the role of the technical lead can be seen as ‘more of the same’.